Coevolving Systems and the Organization of Agile Software Development

Published Online:https://doi.org/10.1287/isre.1090.0237

References

  • Abemathy W. J., Clark K. B. Innovation: Mapping the winds of creative destruction. Res. Policy (1985) 14:3–22CrossrefGoogle Scholar
  • Agile Manifesto (2001) . Accessed May 10, 2007, http://www.agilemanifesto.org/Google Scholar
  • Aldrich H.Organizations Evolving (1999) (Sage, London) Google Scholar
  • Anderson P. Complexity theory and organization science. Organ. Sci. (1999) 10(3):216–232LinkGoogle Scholar
  • Ashmos D. P., Duchon D., McDaniel R. R., Huonker J. W. What a mess! Participation as a simple managerial rule to “complexify” organizations. J. Management Stud. (2002) 39(2):189–196CrossrefGoogle Scholar
  • Augustine S., Payne B., Sencindiver F., Woodcock S. Agile project management: Steering from the edges. Comm. ACM (2005) 48(12):85–89CrossrefGoogle Scholar
  • Baskerville R., Pries-Heje J. Short cycle time systems development. Inform. Systems J. (2004) 14(3):237–264CrossrefGoogle Scholar
  • Baskerville R., Levine J., Pries-Heje J., Ramesh B., Slaughter S. How internet software companies negotiate quality. IEEE Comput. (2001) 34(5):51–57CrossrefGoogle Scholar
  • Baskerville R. L. Artful planning. Eur. J. Inform. Systems (2006) 15(2):113–115CrossrefGoogle Scholar
  • Beck K., Andres C.Extreme Programming Explained: Embrace Change (2004) 2nd ed.(Addison Wesley, Boston) Google Scholar
  • Bedoll R. A tail of two projects: How “agile” methods succeeded after “traditional” methods had failed in a critical system-development project. Extreme Programming and Agile Methods—XP/Agile Universe 2003 (2003) Vol. 2753(Springer-Verlag, Berlin) 25–34LCNSCrossrefGoogle Scholar
  • Boehm B. Get ready for agile methods, with care. IEEE Comput. (2002) 35(1):64–69CrossrefGoogle Scholar
  • Brown S., Eisenhardt K.Competing on the Edge: Strategy as Structured Chaos (1998) (Harvard Business School Press, Boston) Google Scholar
  • Butler B. S., Gray P. H. Reliability, mindfulness, and information systems. MIS Quart. (2006) 30(2):211–224CrossrefGoogle Scholar
  • Choi T. Y., Dooley K. J., Rungtusanatham M. Supply networks and complex adaptive systems: Control versus emergence. J. Oper. Management (2001) 19(3):351–366CrossrefGoogle Scholar
  • Coffin R. A tale of two projects. Agile 2006, Proc. (2006) (IEEE, New York) 155–161CrossrefGoogle Scholar
  • Conboy K. Agility from first principles: Reconstructing the concept of agility in information systems development. Inform. Systems Res. (2009) 20(3):329–354LinkGoogle Scholar
  • Conboy K., Fitzgerald B. Toward a conceptual framework of agile methods. Proc. Extreme Program. Agile Methods—XP/Agile Universe 2004 (2004) Calgary, Alberta, CanadaCrossrefGoogle Scholar
  • Dani M., Gualfetti A., Mengoni L., Cirilo F. How we became the Pongo team. XP2003 Conf. (2003) Genova, ItalyGoogle Scholar
  • Dawande M., Johar M., Kumar S., Mookerjee V. S. A comparison of pair versus solo programming under different objectives: An analytical approach. Inform. Systems Res. (2008) 19(1):71–92LinkGoogle Scholar
  • DTI Innovation report—Competing in the global economy: The innovation challenge. (2003) . Report, Department for Trade and Industry, LondonGoogle Scholar
  • Eisenhardt K., Galunic D. Coevolving: At last, a way to make synergies work. Harvard Bus. Rev. (2000) 78(1):91–101Google Scholar
  • Fitzgerald B., Hartnett G., Conboy K. Customising agile methods to software practices at Intel Shannon. Eur. J. Inform. Systems (2006) 15(2):200–213CrossrefGoogle Scholar
  • Freeman C. Critical survey: The economics of technical change. Cambridge J. Econom. (1994) 18:463–514CrossrefGoogle Scholar
  • Fruhling A., De Vreede G. J. Field experiences with extreme programming: Developing an emergency response system. J. Management Inform. Systems (2006) 22(4):39–68CrossrefGoogle Scholar
  • Gersick C. Pacing strategic change: The case of a new venture. Acad. Management J. (1994) 37(1):9–45CrossrefGoogle Scholar
  • Haeckel S.Adaptive Enterprise: Creating and Leading Sense-and-Respond Organizations (1999) (Harvard Business School Press, Boston) Google Scholar
  • Highsmith J.Adaptive Software Development: A Collaborative Approach to Managing Complex Systems (2000) (Dorset House Publishing, New York) Google Scholar
  • Highsmith J.Agile Software Development Ecosystems (2002) (Addison-Wesley, Boston) Google Scholar
  • Highsmith J., Cockburn A. Agile software development: The business of innovation. Computer (2001) 34(9):120–122CrossrefGoogle Scholar
  • Iivari J., Hirschheim R., Klein H. K. A paradigmatic analysis contrasting information systems development approaches and methodologies. Inform. Systems Res. (1998) 9(2):164–193LinkGoogle Scholar
  • Jackson A., Tsang S. L., Gray A., Driver C., Clarke S. Behind the rules: XP experiences. Proc. Agile Development Conf. (2004) (IEEE Computer Soc, Los Alamitos, CA) 87–94CrossrefGoogle Scholar
  • Jacucci E., Hanseth O., Lyytinen K. Introduction: Taking complexity seriously in IS research. Inform. Tech. People (2006) 19(1):5–11CrossrefGoogle Scholar
  • Janzen D. When is it coevolution? Evolution (1980) 34(3):611–612CrossrefGoogle Scholar
  • Kauffman S.The Origins of Order: Self-Organization and Selection in Evolution (1993) (Oxford University Press, New York) CrossrefGoogle Scholar
  • Kitchenham B., Pfleeger S. L., Pickard L., Jones P., Hoaglin D. C., Emam K. E., Rosenberg J. Preliminary guidelines for empirical research in software engineering. IEEE Trans. Software Engrg. (2002) 28(8):721–734CrossrefGoogle Scholar
  • Levinthal D. A., March J. G. The myopia of learning. Strategic Management J. (1993) 14:95–112CrossrefGoogle Scholar
  • Luftman J. Key issues for IT executives 2004. MIS Quart. Executive (2005) 4(2):269–285Google Scholar
  • March J. G. Exploration and exploitation in organizational learning. Organ. Sci. (1991) 2(1):71–87LinkGoogle Scholar
  • Maruping L. M., Venkatesh V., Agarwal R. A control theory perspective on agile methodology use and changing user requirements. Inform. Systems Res. (2009) 20(3):377–399LinkGoogle Scholar
  • McKelvey B., Lewin A. Y., Volberda H. W. MicroStrategy and MacroLeadership: New science meets distributed intelligence. The Coevolution Advantage: Mobilizing the Self-Renewing Organization (2003) (M. E. Sharpe, Armonk, NY) Google Scholar
  • McMillan E.Complexity, Organizations, and Change (2004) (Routledge, Taylor and Francis Group, London) CrossrefGoogle Scholar
  • Melao N., Pidd M. A conceptual framework for understanding business processes and business process modeling. Inform. Systems J. (2000) 10(2):105–129CrossrefGoogle Scholar
  • Merali Y., McKelvey W. Using complexity science to effect a paradigm shift in information systems for the 21st century. J. Inform. Tech. Special Issue Complexity Inform. Systems (2006) 21(4):211–215Google Scholar
  • Meso P., Jain R. Agile software development: Adaptive systems principles and best practices. Inform. Systems Management (2006) 23(3):19–30CrossrefGoogle Scholar
  • Miles M. B., Huberman A. M.Qualitative Data Analysis: An Expanded Sourcebook (1994) (Sage, Thousand Oaks, CA) Google Scholar
  • Mittleton-Kelly E. Organisations as co-evolving complex adaptive systems. British Acad. Management Conf., BPRC (Business Processes Resource Center) (1997) Paper Series, No. 5Google Scholar
  • Mittleton-Kelly E. Ten principles of complexity and enabling infrastructures. Complex Systems and Evolutionary Perspectives of Organisations: The Application of Complexity Theory to Organisations (2003) (Pergamon, Oxford, UK) Google Scholar
  • Nonaka I. Creating organizational order out of chaos: Self-renewal in Japanese firms. California Management Rev. (1988) 30(3):57–73CrossrefGoogle Scholar
  • Poole C., Huisman J. Using extreme programming in a maintenance environment. IEEE Software (2001) 18(6):42–50CrossrefGoogle Scholar
  • Pressman R. S.Software Engineering: A Practitioner's Approach (1997) (McGraw-Hill, New York) Google Scholar
  • Prigogine I., Stengers I.Order Out of Chaos: Man's New Dialog with Nature (1984) (Flamingo, London) Google Scholar
  • Rakitin S. Manifesto elicits cynicism. IEEE Comput. (2001) 34(12):4Google Scholar
  • Rakitin S. Agile methods—Beyond the hype. Food for Thought Newsletter from Software Quality Consulting (2005) 2(7). Accessed April 5, 2007, http://www.swqual.com/newsletter/vol2/no7/vol2no7.htmlGoogle Scholar
  • Rasmusson J. Introducing XP into.. IEEE Software (2003) 20(3):21–28CrossrefGoogle Scholar
  • Schach S. R.Software Engineering with JAVA (1998) (McGraw-Hill, New York) Google Scholar
  • Schatz B., Abdelshafi I. Primavera gets agile: A successful transition to agile development. IEEE Software (2005) 22(3):36–41CrossrefGoogle Scholar
  • Schwaber K. Controlled chaos: Living on the edge. Amer. Programmer (1996) 9(5):10–16Google Scholar
  • Schwaber K., Beedle A.Agile Software Development with SCRUM (2002) (Prentice-Hall, Upper Saddle River, NJ) Google Scholar
  • Sfetsos P., Angelis L., Stamelos I. Investigating the eXtreme programming system—An empirical study. Empirical Software Engrg. (2006) 11(2):269–301CrossrefGoogle Scholar
  • Sharp H., Robinson H. An ethnographic study of XP practice. Empirical Software Engrg. (2004) 9(4):353–375CrossrefGoogle Scholar
  • Stacey R. D.Strategic Management and Organisational Dynamics: The Challenge of Complexity (2003) 4th ed.(Financial Times, Prentice Hall, Harlow, UK) Google Scholar
  • Stephens M., Rosenberg D.Extreme Programming Refactored: The Case Against XP (2003) (Apress, New York) CrossrefGoogle Scholar
  • Streatfield P.The Paradox of Control in Organizations (2001) (Routledge, London) CrossrefGoogle Scholar
  • Turk D., France R., Bernhard R. Limitations of agile software processes. Proc. 3rd Internat. Conf. eXtreme Programming Agile Processes Software Engineering (2002) Alghero, Sardinia, ItalyGoogle Scholar
  • Vidgen R., Wang X. Organizing for agility: A complex adaptive systems perspective on agile software development process. Proc. 14th Eur. Conf. Inform. Systems (2006) Göteborg, SwedenGoogle Scholar
  • Volberda H. W., Lewin A. Y. Guest editors' introduction co-evolutionary dynamics within and between firms: From evolution to co-evolution. J. Management Stud. (2003) 40(8):2111–2136CrossrefGoogle Scholar
  • Walsham G. Interpretive case studies in IS research: Nature and method. Eur. J. Inform. Systems (1995) 4(2):74–81CrossrefGoogle Scholar
  • Wang X., Vidgen R. Chaos and order in agile software development: A comparison of two software development teams in a major IT company. Proc. 15th Eur. Conf. Inform. Systems (2007) St. Gallen, SwitzerlandGoogle Scholar
  • Wilkinson I., Young L. A view from the edge. Marketing Theory (2003) 3(1):179–181CrossrefGoogle Scholar
  • Yin R. K.Case Study Research: Design and Methods (2003) (Sage, Thousand Oaks, CA) Google Scholar
  • Zmud R. W., Apple L. E. Measuring technology incorporation/infusion. J. Product Innovation Management (1992) 9(2):148–155CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.